Quality Management Essentials

Hoyle, David

doi:10.4324/9780080471396

Cited by 50 publications

(32 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…When defining quality in hotels is concerned, the study concluded that both hotel managers and staff defined quality as meeting or exceeding customer satisfaction. This definition confirms the definitions used in the literature by different authors such as Oakland (2003), Dale (2003) Hoyle (2007 and Rawlings (2008). This definition acknowledges the fact that both managers and the hotel staff are customer focused and aim at satisfying customer needs.…”

Section: Resultssupporting

confidence: 85%

“…This requires from leaders to continuously motivate their staff, share their vision with others and inspire the staff for selfimprovement. (Hoyle, 2007). The link between leadership and quality is very clear.…”

Section: Total Quality Management Critical Sucsess Factorsmentioning

confidence: 99%

“…Conger and Kanungo (1988), Schlesinger and Heskett (1991) and many other have defined empowerment as providing the staff with freedom and opportunity over certain jobrelated activities. Moreover, Hoyle (2007) links empowering of staff with their encouragement and reward which inspires them for imagination and intiative. He believes that every staff member posses with the knowledge beyond his-her job description and it is in the management hands to inspire and boost this knowledge that will ultimately lead towards improved performance of the company as a whole.…”

Section: Total Quality Management Critical Sucsess Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Assessment of Critical Success Factors of TQM Culture in Hospitality Sector in Kosovo

Pira¹,

Zylfijaj²

2017

IJRBS

View full text Add to dashboard Cite

This paper attemts to ilustrate how the managers and the staff of a 5 star hotel in Kosovo define quality. Furthermore, it explores the number of critical success factors related to TQM culture and how they are applied in the hotel operations. Different theories related to the quality in the field of service provision, more particular in hospitality or hotel sector and the introduction of the TQM culture in the same sector. A conceptual framework based on existing theories and literature is developed which is than confirms through the research findings and analysis. The findings suggest that most features associated with TQM, like critical success factors assessed throughout the research (leadership, customer focus, and training, communication, teams and staff empowerment) can produce an advantage for the 5 star hotel operations that will affect the quality of service. Furthermore, it confirms that some of the TQM aspects are applied and can be applied in 5 star hotel operations in Kosovo. The issue is whether these aspects are understood as TQM principles and whether their added value is embraced in the day-to-day running of the hotel. The outcomes imply that, indeed, the TQM culture is present in the The Hotel, a 5 star hotel in Kosovo. Some of the critical success factors are directly linked to TQM and some less and it also provides suggestions for improvement where needed, especially related to specific tools that are integral parts of the TQM culture.

show abstract

Section: Resultssupporting

confidence: 85%

Section: Total Quality Management Critical Sucsess Factorsmentioning

confidence: 99%

Section: Total Quality Management Critical Sucsess Factorsmentioning

confidence: 99%

See 1 more Smart Citation

Assessment of Critical Success Factors of TQM Culture in Hospitality Sector in Kosovo

Pira¹,

Zylfijaj²

2017

IJRBS

View full text Add to dashboard Cite

show abstract

“…With respect to the specific conditions of regional planning, or tourism planning, those requirements were elaborated to the set of sub-requirements in all three quality areas. In accordance with the principles of quality management, as described by Hoyle (2007), these subrequirements were verified and evaluated by the key regional actors which influence tourism development. Specifically, these were the managers of appropriate departments of regional government's offices, professional associations, the CzechTourism, Ministry of Regional Development, regional development agencies, local action groups and others (48 subjects were involved in the research).…”

Section: The Evaluation Procedures Of Strategic Planning In Tourismmentioning

confidence: 99%

Tourism Destination Benchmarking: Evaluation and Selection of the Benchmarking Partners

Kincl¹

2012

JOC

View full text Add to dashboard Cite

Tourism development has an irreplaceable role in regional policy of almost all countries. This is due to its undeniable benefits for the local population with regards to the economic, social and environmental sphere. Tourist destinations compete for visitors at tourism market and subsequently get into a relatively sharp competitive struggle. The main goal of regional governments and destination management institutions is to succeed in this struggle by increasing the competitiveness of their destination. The quality of strategic planning and final strategies is a key factor of competitiveness. Even though the tourism sector is not the typical field where the benchmarking methods are widely used, such approaches could be successfully applied. The paper focuses on key phases of the benchmarking process which lies in the search for suitable referencing partners. The partners are consequently selected to meet general requirements to ensure the quality if strategies. Following from this, some specific characteristics are developed according to the SMART approach. The paper tests this procedure with an expert evaluation of eight selected regional tourism strategies of regions in the Czech Republic, Slovakia and Great Britain. In this way it validates the selected criteria in the frame of the international environment. Hence, it makes it possible to find strengths and weaknesses of selected strategies and at the same time facilitates the discovery of suitable benchmarking partners.

show abstract

“…The curriculum covers the basic concepts of quality and quality management, the ISO regulatory frameworks, the ways of thinking about quality and achieving quality. Managing quality in practice using the process approach (Hoyle, 2012). Strategic management and human resource management are the weakest fields of the Hungarian companies.…”

Section: Figure 2: Specific Knowledge Of Economics and Managementmentioning

confidence: 99%

Effective teaching of management skills and models

Daróczi¹

2012

SMEs' Management in the 21st Century

View full text Add to dashboard Cite

Summary: Effective teaching of engineering economy, general management, management models and skills basically influence the future activity and success of engineering managers or industrial engineers. Engineering economy requires a coupling of technical analysis and economic feasibility to determine the optimal course of action for various engineering scenarios. The rational time, resource and cost planning, the correct decision-making process and the selection of the optimal versions are essential in case of an investment. The first aim of this paper is to present and prove how the different disciplines, management models and information technology can support the solution of technicaleconomic tasks in agriculture or industry. Some of the most important scientific areas, skills and models which are taught for our students will be briefly presented. Effective teaching demands more than the acquisition of different skills. To adapt to the educational needs of a particular major, the teacher needs to understand the theory of learning and teaching, so that every teacher can develop his or her own methods. There are a lot of teaching methods in education to inspirit students for individual learning. The second aim of this paper is to characterize these teaching methods in engineering management educational programmes based on special literature and gathered experiences.

show abstract

Quality Management Essentials

Cited by 50 publications

References 4 publications

Assessment of Critical Success Factors of TQM Culture in Hospitality Sector in Kosovo

Assessment of Critical Success Factors of TQM Culture in Hospitality Sector in Kosovo

Tourism Destination Benchmarking: Evaluation and Selection of the Benchmarking Partners

Effective teaching of management skills and models

Contact Info

Product

Resources

About